PC001:  Should I Engage in Coaching as a Manager? 

Coaching is not something that every manager can do successfully. Successful Manager Coaching requires a range of psychological, conceptual, and intellectual capacities that emerge from in-depth development over time.  Successful Manager Coaching is not accidental. Before you decide to add coach to your resume, you need to take a step back and consider your attitudes, skills, and commitments.  Ask yourself whether you have enough prudence, wisdom, agility, patience, emotional security, self-esteem, and fortitude.  Successful coaching demands this.  This presentation explores the psychological factors that enhance coaching in team settings.  In this presentation, we will explore the environment of Manager Coaching.   We examine the psychological, sociological, and knowledge domains that transform competent managers into successful Manager Coaches.  This presentation addresses the following concerns: 

• Identifying the characteristics of successful coaches in organizations

• Mastering the coaching capacities

• Understanding the virtues of coaching

• Attaining coaching wisdom

• Engaging deliberate coaching

• Using implied coaching

• Understanding your coaching model 

PC002:  Mastering the Self-Care Requirements of Manager Coaching 

Managers come from all backgrounds and depths of experience.  They come to their jobs with a very diverse range of self-interests.  Occasionally, managers may even have a deep interest in the personal success of their team members.  When they care too much, they pay a high price in personal frustration.  Such unnecessary frustration creates a greater risk of chronic stress, compassion fatigue, and emotional burn-out. In Manager Coaching, balance is really the golden mean.  This presentation reminds you that to be valuable to your team, you must remain valuable to yourself.  In this presentation, you will revisit the role of emotional wisdom and learn how to leverage this wisdom to ensure your effectiveness as a manager of diverse individuals in large and small teams.  This presentation addresses the following concerns: 

• Identifying the signs and symptoms of manager fatigue

• Using realistic and simple ways to reduce the risks of chronic stress

• Employing potent actions designed to reduce the impact of compassion fatigue

• Using brief actions designed to reverse the impacts of emotional burn-out

• Implementing actions designed to enhance personal strategies of self-care

• Employing brief Solutions-in-Action to facilitate the integration of management thinking and coaching practice 

PC003:  Being a Manager Coach from the Inside Out 

At one time or another, every manager coaches a team member.   This is an expected part of the management mandate.  These instances of coaching are the typical day in and day out rigors of work.  Above and beyond this, however, coaching can be very challenging as a team member may present a significant challenge that requires a truly professional approach to coaching.  At times like these, the manager needs to become expert in coaching from the inside out.  A casual approach will not be effective.  This presentations addresses the following concerns: 

• Understanding your range of commitment as a manager coach

• Mastering the skills to coach large and small teams

• Achieving enduring change through manager coaching

• Building a sustainable coaching process for your team

• Using time wisely to achieve coaching results

• Building and maintaining effective coaching relationships

• Identifying the deeper goals of coaching

• Identifying the coaching client

• Answering the question of professional responsibility

• Coaching outside of your team

• Online coaching versus in person coaching 

PC004:  Keeping Good Records for the Manager Coach 

If coaching is to succeed in both the short and long terms, experienced managers document everything they do with the people they coach.  Writing such records can become extremely time-consuming.  Obviously, managers need to set aside enough time to coach the team member and then document the entire process.  The process of documenting the process may demand substantially more time than the actual event of coaching the team member.  This presentation addresses the following concerns:   

• Maintaining a comprehensive coaching record

• Documenting a full-cycle assessment of the situation

• Formulate a coherent coaching plan for your team member

• Charting your on-going notes in coaching practice

• Define rationale for each documentation approach for each team member

• Use documentation to form a comprehensive record that captures the entire situation of the team member

• Use documentation to inform the coaching approach and improve coaching outcomes

• Use documentation to assist in senior management reviews 

PC005:  Building Strategic Visions for the Manager Coach 

Manager Coaching is both strategic and tactical.  First and foremost managers coach team members as a tactic to satisfy an important business strategy and to build overall team effectiveness.  This presentation addresses the following concerns: 

• Gaining the confidence of team members

• Defining your coaching vision to refine your management goals

• Define your coaching preferences and limits to determine who to coach and not coach

• Determine how to market your coaching support to team members to get them to work with you 

PC006:  Mastering the New Changes You Should Recognize in Manager Coaching 

As Manager Coaching becomes a profession, developments will occur that will enable managers to better assist their team members.  These developments will include theories, standards, methods, approaches, and techniques that will enable managers to achieve solutions to problems that formerly seemed beyond their range of expertise.  This presentation examines current developments in Manager Coaching.  Here we address the following concerns: 

• Conceptual implications of change in the profession

• Practice implications of change in the profession

• Professional Standards for Manager Coaching

• Dual Relationships in Manager Coaching, Client or Employee

• Approaches to Manager Coaching, Therapeutic or Consultative

• Fairness in Manager Coaching, Corporate or Personal

• Confidentiality and Its Limits in Manager Coaching

• Problem Solving in Manager Coaching

• The Cost of Manager Coaching, Versus Profits 

PC007:  Making the Essential Coaching Interventions 

One of the dangers of being a Manager Coach is the temptation to intervene unnecessarily.   While some issues certainly require coaching intervention, others should be left to the individual team members to work out their own issues.  The Manager Coach should remain ever vigilant to the danger of being played or manipulated by the individual team member.  After all, each team member has his or her own agenda to pursue, even if it means taking advantage of the good will of the manager.  This presentation examines the situations that beg for a Manager Coach to intervene in the behavior of a team member.  It explores the following serious issues:  

• Resolving the distorted beliefs of team members

• Clarifying negative assumptions that disrupt team performance

• Using coaching to establish the core beliefs of team effectiveness

• Maintaining response prevention

• Managing exposure of the manager to team manipulation

• The emotional regulation of team members through effective Manager Coaching 

PC008:  Mastering the Fundamental Coaching Skills 

If you wish to excel as a Manager Coach, you need to master a range of coaching skills. This presentation examines the most fundamental of the Manager coaching skills.  As a Manager Coach you should remember that you are a business manager not a psychotherapist.  If you forget this and take you coaching into areas you have no business traversing, you will most likely lose your job or spend many hours in the courtroom, or both.  This presentation clarifies the fundamental skills you need to master as a Manager Coach, not a psychotherapist: 

• Mastering the theoretical concepts

• Management applications of the coaching fundamentals

• Mastering the “how-to’s” of coaching in the team setting

• Directing the coaching session from start to finish

• Establishing the measures of outcome for enhance performance on the job

• Mastering the art of activity scheduling in controlling your time

• Mastering the art of scheduling in leveraging the time of your team member 

PC009:  Mastering the Most Challenging Coaching Situations 

A few coaching situations are far more challenging than most others.  As a Manager Coach, you are expected to handle the most challenging situations even more expertly than you are the most common ones.  The presentation examines those concerns that enable you to do this: 

• Identifying the reasons for the coaching impasse

• Engaging in your self-examination of coaching reactions

• Learning to recognize and deal with automatic thoughts

• Leaning how to improve collaboration with the team member

• Identifying barriers to coaching success and removing them

• Developing flexible strategies for enhance employee coaching

• Learning how to reformulate the situation 

PC010:  Coaching the Recurring Situation 

The more things change, the more they stay the same.  This is certainly the case with Manager Coaching.  It seems as if no matter what you do, people do not change and the same problems occur with the same people more times than you can count.  Life does not have to be this way, especially on the job.  This presentation examines the challenges of this situation and explores the following issues:  

• It is a relapse or slip?

• Mastering the dimensions of recovery: spiritual, emotional, intellectual, behavioral

• Seeing the authentic signs of relapse

• Learning to collaborate better for renewal

• Mastering the art of program redesign for coaching

• Recognizing the neutralizing coaching interference